slm annrpt_2003

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slm annrpt_2003

  1. 1. We Stand Behind Our Customers S L M C O R P O R AT I O N S U M M A RY A N N UA L R E P O RT 2 0 0 3
  2. 2. Financial Highlights Managed Student Loans Preferred Channel Originations (in billions) (in billions) Percent of Loans Funded Fee Income as a Percent of Outside of the GSE Operating Expenses We Stand Behind Our Customers In preparing this year’s Annual Report, we asked ourselves the following question: What does it mean to be the nation’s leading provider of education funding — to help millions of Americans access the dream of a college education? For the answer, we turned to both our customers and our own Sallie Mae employees. In the pages that follow, they describe how Sallie Mae stands behind its customers, providing the tools and support to serve students and families across the country. On the cover: Adrienne Weible of Sallie Mae’s Northeast higher education sales team.
  3. 3. Letter from the Chairman As the lucky person with the longest tenure at Sallie Mae, my perspective is shaped by more than three rewarding decades with this unique company. While no amount of experience provides a crystal ball into the future, I can say with great confidence that we are at perhaps our most important crossroads—full Edward A. Fox privatization and the opportunities it presents. CHAIRMAN OF THE BOARD Nearly 31 years ago, Sallie Mae was that fills me — the very first employee conceived under government sponsor- of Sallie Mae — with great pride. ship to deliver on the promise of access In 2003, Sallie Mae’s employees to higher education for all Americans. served our customers — schools, Today, education finance is a thriving borrowers, lenders and guarantors — industry and Sallie Mae, near the finish more effectively and efficiently, line of privatization, is its leader. thereby helping more students No company is better positioned in pursue a college education. the higher education marketplace to Our employees are truly the Sallie provide all of the financing and service Mae story. It is why we chose to needs of schools. No company is better highlight them in this year’s annual equipped with a range of products to report, along with the support that meet all the life stages of education they provide to our valued customers. credit. No company can match the These individuals, often far from the training and dedication of our sales spotlight, dedicate their energies and and service associates. And no company talents to serving our customers every in our industry has the history and day. And it is through the trusted rela- achievement of Sallie Mae. tionships they build with our clients As I look back over 2003, I see a that not only Sallie Mae succeeds, but year of great accomplishment and students and families succeed as well. progress at Sallie Mae. Our financial As this report makes clear — whether accomplishments are highlighted in it is a school, a student, a government this report and in our 10-K, but in agency or a guarantor — we stand short, 2003 was our best loan delivery behind our customers. year to date — both in volume and in Thank you for your continued confi- the service we delivered to customers. dence in Sallie Mae. It also was Sallie Mae’s best sales year, with our core brands growing at a remarkable rate. And, it was our best financing year. Indeed, we are closing EDWARD A. FOX in on full privatization, an achievement CHAIRMAN OF THE BOARD 1
  4. 4. Letter from the CEO & President Dear Fellow Shareholders: Whether you are a longtime owner or a recent investor, we thank you for your trust and confidence in Sallie Mae and its management team. You own a business with a 30-year record of performance, and an outlook Albert L. Lord VICE CHAIRMAN AND that we see as even brighter than our past achievement. CHIEF EXECUTIVE OFFICER With several months of 2004 as guarantee and loan servicing, together perspective, it is now clear that 2003 with our collection businesses — all was a very special year for the student for the higher education industry — loan business. Last year marked a now produce about 40 percent of confluence of three critical events: our revenue. Sallie Mae again registered record Our 2003 earnings growth was earnings; American taxpayers recorded achieved even as we undertook mas- their first cash surplus from FFELP sive balance sheet transformation. operations; and students enjoyed the We issued $45 billion of debt in the lowest interest rates in the history private capital market, refinancing of the student loan program! Our half of our liabilities, and found our- three principal constituents: students, selves entering 2004 nearly 80 per- shareholders and taxpayers, have cent private. FFELP margins are now cause to applaud. nearly 40 basis points narrower than Our 29 percent core cash EPS during our GSE days (excluding the growth (net of non-recurring revenue) margin enhancement generated by was produced by record loan origina- our private credit portfolio). Com- tions and strong fee income growth, pounding the privatization squeeze largely from debt management oper- has been extensive consolidation of ations (collections of defaulted stu- student loan assets at lower spreads: dent loans). Our bedrock business, in 2003, our borrowers consolidated FFELP originations, grew 19 percent $8.6 billion in student loans. The to $12 billion, with $80 billion in cumulative negative impact on our FFELP assets earning for us at year- revenue growth rate from these end. Nonetheless, related revenues asset and liability conversions will have fallen to about 60 percent of peak this year. We expect the combi- our total revenues, a proportion that nation of the growth in our fee-based illustrates the rapid diversification of and private credit businesses, along our income stream. Private credit, with continued operating efficiencies, 2
  5. 5. Letter from the CEO & President Projected Enrollment Trends (in millions) will help offset this squeeze and choice than being debt free without allow us to deliver on our 2004 EPS an education. growth expectations. After 20 years of no growth in Margin pressures notwithstanding, America’s college-age population, we will continue to push hard to that group will grow 13 percent just accelerate our final privatization in this decade. These new students efforts. Led by Jack Remondi, our will join and compete with the rap- finance team delivered huge funding idly growing mid-career adult popula- volume in 2003 at better-than- tion returning to school. Growing Source: U.S. Department of Education, “Projections of expected spreads. Our post-GSE demand has pushed prices upward Education Statistics to 2013,” Table 10, p. 57. market access and capital adequacy and spawned particularly explosive questions were clearly answered by growth in the for-profit sector of Federal Student Loan Originations that performance. As shareholders higher education, which provides (in billions) you have absorbed these refinancing much-needed seats and focused edu- costs as the price for earnings diver- cation to working and “transitioning” sification and better control of our adults. We have worked closely with destiny. We believe that our new this segment of the market, which is freedom will improve long-term fueling both our FFELP and private results and produce valuations more credit loan originations. closely related to the economics of Today, our nearly 8,000 employees the higher education marketplace deliver service to schools and students. that we serve. Our 300-person sales force connects Source: U.S. Department of Education, “Federal Student Financial Assistance Programs Loan Value Updates.” And we love the higher education us with as many as 1,500 schools per market dynamics. Today, the average week. Campus presence combined value of a bachelor’s degree is about with our products and delivery system Federal Entitlement Spending $1.5 million higher than a high make up our franchise. We are now (% change in constant $, 1991 to 2001) school diploma, a differential that is the leading player in loan origination, growing as rapidly as today’s tuition loan servicing, guarantee servicing, costs. The American economy places and student loan collection. While we so high a value on education that its experience robust competition in each cost is each citizen’s most rewarding segment, we also see potential for investment. As involved Americans, ample share growth. This, combined we, too, fret about the sizeable finan- with the market’s expansion, underlies cial obligations undertaken by some our long-term optimism. of our young adults. Yet it is clear: It is a rare shareholder conversa- Source: U.S. Department of Education, “Federal Student Loan Program Databook,” FY1997–FY2000, Table 1 adjusted to borrowing to attend college is a wiser tion for us that omits discussion of constant dollars; Historical Tables, President’s Budget FY2004. 3
  6. 6. Letter from the CEO & President political risk. Yet, today we believe political risk. Yet, today we believe We thank you for this generous level, the FFELP success story makes this and we promise to use the option public/private partnership more stable authorization we seek from you this than ever. The American taxpayer has year prudently. underwritten the $210 billion FFELP Last year, we increased our commit- Thomas J. Fitzpatrick loans outstanding today and as noted ment to philanthropic activities with a PRESIDENT AND CHIEF OPERATING OFFICER earlier, that investment actually one-time $40 million contribution to returned cash to them in 2003. We The Sallie Mae Fund. With assets of are excited by that result and, as the about $90 million, the Fund supports program’s largest participant, we feel strategic K-12 and higher education quite proud of the achievement. projects in the nation’s capital and Sallie Mae foresees continued throughout the country. On behalf of financial equilibrium for FFELP once the Fund’s beneficiaries, we thank you Congress considers the structural flaw for your support. in the current consolidation loan pro- We close this letter with recogni- gram, which sets 30-year loan inter- tion of our employees. Thanks to their est rates with rates appropriate for attention to the needs of financial 90-day loans. This mismatched aid officers, and to their high quality financing technique — lending long service to our 7 million loan cus- and borrowing short — virtually tomers, we have concluded another erased the thrift industry and cost year of solid performance and con- taxpayers billions of dollars. Unless tinuous improvement. changed, today’s consolidation pro- gram will transfer billions of taxpayer dollars from those who are seeking a college education to those who have already obtained their degrees. ALBERT L. LORD VICE CHAIRMAN AND We owe our shareholders a special CHIEF EXECUTIVE OFFICER thank you in this era of heightened corporate scrutiny and sensitivity. Your CEO, COO and Board of Directors are proponents and holders of long-term THOMAS J. FITZPATRICK stock options as is every employee of PRESIDENT AND Sallie Mae. These options in aggregate CHIEF OPERATING OFFICER reward us with about a 10 percent share of Sallie Mae’s value creation. 4
  7. 7. Sallie Mae at a Glance LOAN PRODUCTS LOAN DELIVERY SCHOOL SUPPORT CONSUMER SERVICES CORPORATE ENTITIES FEDERAL LOANS LOAN ORIGINATION FINANCIAL AID EDUCATION LENDER BRANDS/ AND DELIVERY OFFICE SUPPORT EDUCATION CREDIT Stafford Loans CollegeAnswer.com OpenNet Online School Portal PLUS Loans ParentAnswer.com EDUCATION LOANS E-Signature Online Award Letters Consolidation Loans Sallie Mae LOAN SERVICING CollegeServ Financial Aid Education Trust Sallie Mae Servicing STAFFORD & PRIVATE Support Services Nellie Mae Corporation LOAN PACKAGES GUARANTOR SERVICES Student Loan Funding ONLINE ACCOUNT Signature Student Loans BUSINESS OFFICE SUITE Resources LLC LOAN SERVICING MANAGEMENT MBA LOANS Tuition Payment Plans Academic Management Account Access LAWLOANS One-time Services Corporation Payment Payment Solutions MEDLOANS Education One Group, Forms Campus Collections Inc. (Bank One) E-Signature PRIVATE LOANS Receivables Education First Career Training Loans Management Marketing, LLC LIFETIME SERVICES (Chase) K-12 Family Outsourced Solutions TrueCareers.com Education Loans E-Commerce CAREER TRAINING, SUCCESS by Sallie Mae CONSUMER FINANCE Registration SLM Financial Bookstore Corporation Tickets Giving DEBT MANAGEMENT Student Assistance CAMPUS CONSULTING Corporation SERVICES General Revenue Noel-Levitz Corporation Pioneer Credit Recovery, Inc. SERVICE SUPPORT: Nearly 8,000 employees stand behind our customers. As this chart shows, Sallie Mae is much more than a loan originator. In fact, Sallie Mae and its subsidiaries participate in every stage of the student loan life cycle, from origination, to delivery of funds, to servicing, to debt management and beyond. 5
  8. 8. Adrienne Weible ACCOUNT EXECUTIVE FOR THE NORTHEAST “Our number one goal is to help school customers,” explains Adrienne Weible of Sallie Mae’s higher education sales team. “When we get clients the answer they need, they are able to focus on the important work at hand: helping students and families with their higher education goals.” 6
  9. 9. HigherEd Sales LENDER SELECTION LOAN ORIGINATION LOAN DELIVERY GUARANTOR SERVICES DEBT MANAGEMENT Providing electronic solutions is not new to Sallie Mae, but the challenge never grows old for us. From sales to servicing, we are constantly looking for ways to tap the power of technology to make the loan process easier for students, families and schools. Sallie Mae’s commitment to higher education is just one of the reasons Daniel Pinch, associate vice president of Student Administrative Services at Emerson College, has referred to his school as a “poster child” for Sallie Mae. Located in Boston, Emerson College is internationally acclaimed for its communications and arts specialization. Between its undergraduate and graduate programs, the stu- dent enrollment is 4,000. Many of these students require several funding sources —Stafford, PLUS and private loans — to meet the prerequisites of attending school at Emerson. Total annual costs, including tuition, fees and room and board, are more than $30,000. When the one-time direct lending school began its transition to the Federal Family Education Loan Program (FFELP) in 1998, it did so in part Daniel Pinch because Sallie Mae offers broader, more competitive financ- ASSOCIATE VICE PRESIDENT OF STUDENT ADMINISTRATIVE SERVICES ing options for students. Quality service also played a role AT EMERSON COLLEGE in its decision. Says Adrienne Weible, Sallie Mae account executive for the Northeast: “At the time, Emerson was looking for more customized support. They also wanted additional funding choices for their borrowers. We were able to meet their request, and provide a breadth of products and services, including an alternative loan program.” Sallie Mae’s emphasis on technology also brought and continues to bring additional value to the school. “There is an ongoing effort at Emerson to make every- thing electronic — to provide 24x7 access for our students,” says Emerson’s Pinch. “Sallie Mae has allowed us to do just that. From servicing our entire loan volume, to providing online bill payment with the Net.PaySM product, to creating processes that enable students to apply for loans online, Sallie Mae is there all the way.” 7
  10. 10. Janice Morse COLLEGESERV REPRESENTATIVE Located in our Texas, Florida, Indiana and Arizona centers, CollegeServ pro- vides “on-the-spot” service and support to schools throughout the country. Says Janice Morse, a CollegeServ representa- tive in Killeen, Texas: “Accountability and responsiveness to a school’s needs and the needs of students are at the fore- front of what we do every day.” 8
  11. 11. CollegeServ LENDER SELECTION LOAN ORIGINATION LOAN DELIVERY GUARANTOR SERVICES DEBT MANAGEMENT CollegeServ represents a central “hub” of Sallie Mae. Here, 200 representatives with extensive knowledge of the student loan process provide school customers across the country with the information and support they need to manage the delivery of education loans to a financial aid office. Janice Morse is something of a modern-day Sherlock Holmes. As a service coordinator for CollegeServ in Killeen, Texas, Janice says she relies heavily on “investigative skills” and her ability to ask the kind of probing questions that ultimately deliver effective service resolutions for school customers. “Customer service means being a good listener,” says Janice. “Sallie Mae’s ability to really listen to what financial aid administrators are saying sets us apart. A school, big or small, knows we are there for them. When an issue comes up, we find an answer. And we continue to be proactive, looking for ways to create an even better customer experi- ence for the school and, ultimately, the students.” University of Southern California (USC) is a prime exam- ple. The university, which has 31,000 students who attend Catherine Thomas multiple campuses, has seen its lending volume skyrocket DIRECTOR OF FINANCIAL AID UNIVERSITY OF SOUTHERN CALIFORNIA in recent years. More than $45 million in Federal Family Education Loan Program (FFELP) volume was disbursed to USC students by Sallie Mae on just one day in January 2004. Despite this significant volume, Sallie Mae’s single point-of- contact approach ensured service and response standards were at their highest throughout the process. “We depend on Sallie Mae as a business partner, not sim- ply a lender/servicer,” says Catherine Thomas, USC’s director of financial aid. “USC is known as a high-touch, high-tech school, and Sallie Mae has a like-minded philosophy,” she adds. “And that’s made all the difference for us and our students.” 9
  12. 12. Sudip Patnaik MANAGING DIRECTOR OF LOAN DELIVERY PRODUCTS As of March 1, 2004, Sallie Mae had launched OpenNetSM at 367 schools, with nearly $750 million in student loans successfully guaranteed. At Louisiana State University, OpenNet went “live” March 1, 2004. Spearheading the implementation of OpenNet at LSU and other major schools is Sallie Mae’s Sudip Patnaik. 10
  13. 13. OpenNet LENDER SELECTION LOAN ORIGINATION LOAN DELIVERY GUARANTOR SERVICES DEBT MANAGEMENT Leaving his native country of India behind in 1984, Sudip Patnaik signed on for a position with Sallie Mae in its IT department. Little did he know his decision would evolve into a lifelong career. Today, as managing director of loan delivery products, Sudip says he has found a “permanent home” with the nation’s leading student loan provider. When school customers consider you their trusted advisor, you know you’re doing something right. For Sudip Patnaik, it’s all in a day’s work. Last fall, Sudip delivered a presentation to financial aid officials at Louisiana State University (LSU). The subject: OpenNet, Sallie Mae’s Web-based platform for exchanging student loan file data with any lender, guarantor or servicer. For LSU, the idea of converting its systems was not part of the school’s strategic plan. “Sudip wowed everyone in attendance,” says Mary Parker, LSU’s newly appointed financial aid director. “More impor- tantly, the transition process since then has been nothing short of remarkable. Having previously dealt with imple- menting other systems, what Sallie Mae has accomplished Mary Parker for us is by far a step above. They have set the standard. FINANCIAL AID DIRECTOR LOUISIANA STATE UNIVERSITY “LSU is embarking on a National Flagship Agenda to bring new levels of excellence to the school,” adds Parker. “OpenNet is an excellent companion piece to that plan, creating greater efficiencies for the school and, most important, better service for students.” Successfully carrying out a project on the scale of OpenNet means communication between Sallie Mae and a school is critical. To ensure LSU was informed at every step of the process, a team of IT and servicing representatives maintained constant contact with LSU officials. The end result? A flawless execution, says LSU’s Parker. Sudip sums it up this way: “Finding a competitive edge in this industry means building and delivering products that schools are compelled to move to. OpenNet is that product.” 11
  14. 14. Ted Sparks VICE PRESIDENT OF USA FUNDS SERVICES Guarantor servicing represents one of Sallie Mae’s first entries into fee-based business, and continues to serve as a key growth driver for the company. With the support of USA Funds Services, USA Funds’ new loan guarantee volume (not including consolidation loans) increased 19 percent in 2003, reaching nearly $10 billion. 12
  15. 15. USA Funds Services LENDER SELECTION LOAN ORIGINATION LOAN DELIVERY GUARANTOR SERVICES DEBT MANAGEMENT It was 1961 when USA Funds guaranteed its first student loan to a college stu- dent named Ronald Evans. Forty-two years later, USA Funds continues to fulfill higher education dreams for young people like Evans. In 2003, the Indianapolis- based guarantor delivered record levels of service to higher education, with loan guarantee volume reaching $16.7 billion. Default prevention efforts were equally impressive, with nearly $10.9 billion in potential loan defaults averted. Key to this success is USA Funds’ relationship with Sallie Mae. Working together, each company strengthens the other’s ability to better serve thousands of schools and millions of students and families. Sallie Mae has the tech- nological know-how, along with a proven track record of operational and technical expertise, to deliver and collect education loans. For USA Funds, these core competencies enhance the guarantor’s own product and service offerings, such as its financial-literacy program, USA Funds Life Skills, and an early awareness program for middle-school students called USA Funds Unlock the Future. “We view the role of a guarantor not solely as an admin- istrator of student loans but as a catalyst for college access that works in partnership with educational institutions, state Carl Dalstrom and federal governments, financial-service organizations and, PRESIDENT AND CEO OF USA FUNDS of course, families to make higher education a reality for more Americans,” says Carl Dalstrom, president and CEO of USA Funds. Ted Sparks, vice president of USA Funds Services, echoes those sentiments, adding: “Historically, USA Funds was the investor and builder of the guarantor servicing capabilities that exist within Sallie Mae today. Our charge at Sallie Mae is to build on that foundation and provide best-in-class advantages for USA Funds to distinguish itself in the marketplace.” The ultimate benefactors, of course, are students and schools. Says Dalstrom of USA Funds: “The Sallie Mae/USA Funds relationship makes for a com- pelling combination for our customers. It also permits us to concentrate efforts on our nonprofit mission to deliver dis- tinctive programs that help students prepare for higher edu- cation, access college and successfully complete their studies.” 13
  16. 16. Joan Ludwick CEO, PIONEER CREDIT RECOVERY Industry collection efforts have lowered the cost of student loan defaults in the Federal Family Education Loan Program (FFELP) by $1 billion since 1991. Contributing to that performance is Pioneer Credit Recovery and its CEO, Joan Ludwick. 14
  17. 17. Pioneer Credit Recovery LENDER SELECTION LOAN ORIGINATION LOAN DELIVERY GUARANTOR SERVICES DEBT MANAGEMENT In 1997, Joan Ludwick started work as an analyst at Pioneer Credit Recovery, Inc. The company had 30 employees. Six years later, the once-fledgling business has grown to 750 employees, and is considered a national leader in federal contract collections. Joan grew with the company, as well, becoming its chief executive officer in 2004. Collections is a revolving door, says Lawannah Howell, a 25-year veteran of the U.S. Department of Education. “If payments on defaulted loans are not recovered, future gen- erations of students ultimately will pay the price,” she says. Joan Ludwick, CEO of Pioneer Credit Recovery, agrees. “Collection work affects many, many stakeholders. The amount of dollars that we have helped return to the Department of Education has an impact on everyone from borrowers to taxpayers. In collecting these ‘lost’ dollars, we are helping to ensure that programs are available for future students to secure loans for their education.” For the past six years, Pioneer has served as one of the top collection agencies for the U.S. Department of Education, total- ing more than $155 million in gross collections in 2003. The Lawannah Howell reason for the success is simple, says Ludwick. “We truly care ASSISTANT CONTRACTING OFFICER’S REPRESENTATIVE FOR THE U.S. DEPARTMENT OF EDUCATION about the end customer. Both the Department and Pioneer strive for the same goals, helping borrowers meet their stu- dent loan obligations and putting dollars back in taxpayers’ pockets by collecting outstanding federal debt.” And that goal is critical. Effective counseling programs not only spare borrowers the serious repercussions that follow default, but also protect the integrity of the entire student loan program, as well as the interests of schools and American taxpayers. The Department’s Howell gives kudos to Pioneer for its collection efforts. “Pioneer stands out. They are indeed a consistent top performer,” she says. Adds Pioneer’s Ludwick: “Our approach is about treating consumers with respect. We work with borrowers, not against them. The idea is to counsel, provide options and get them into the right program that fits their needs. When this hap- pens, everyone wins.” 15
  18. 18. Consolidated Balance Sheets DECEMBER 31, (Dollars and shares in thousands, except per share amounts) 2003 2002 ASSETS Federally insured student loans (net of allowance for losses of $23,787 and $36,325, respectively) $29,216,914 $37,172,120 Federally insured student loans in trust (net of allowance for losses of $19,710) 16,354,805 — Private credit student loans (net of allowance for losses of $168,212 and $194,359, respectively) 4,475,510 5,167,555 Academic facilities financings and other loans 1,030,907 1,202,045 Investments 5,268,179 4,231,501 Cash and cash equivalents 1,652,470 486,692 Restricted cash 1,080,702 271,610 Retained interest in securitized receivables 2,475,836 2,145,523 Goodwill and acquired intangible assets 592,112 586,127 Other assets 2,463,216 1,911,832 Total assets $64,610,651 $53,175,005 LIABILITIES Short-term borrowings $18,735,385 $25,618,955 Borrowings collateralized by loans in trust 16,597,396 — Long-term notes 23,210,778 22,242,115 Other liabilities 3,437,046 3,315,985 Total liabilities 61,980,605 51,177,055 COMMITMENTS AND CONTINGENCIES STOCKHOLDERS’ EQUITY Preferred stock, Series A, par value $.20 per share, 20,000 shares authorized: 3,300 and 3,300 shares issued, respectively, at stated value of $50 per share 165,000 165,000 Common stock, par value $.20 per share, 1,125,000 shares authorized: 472,643 and 624,552 shares issued, respectively 94,529 124,910 Additional paid-in-capital 1,553,240 1,102,574 Accumulated other comprehensive income (net of tax of $229,181 and $319,178, respectively) 425,621 592,760 Retained earnings 941,284 2,718,226 Stockholders’ equity before treasury stock 3,179,674 4,703,470 Common stock held in treasury at cost: 24,965 and 166,812 shares, respectively 549,628 2,705,520 Total stockholders’ equity 2,630,046 1,997,950 Total liabilities and stockholders’ equity $64,610,651 $53,175,005 The financial statements should be read in conjunction with the financial statements and notes thereto included in the Company’s Form 10-K filed with the Securities and Exchange Commission. 16
  19. 19. Consolidated Statements of Income YEARS ENDED DECEMBER 31, (Dollars and shares in thousands, except per share amounts) 2003 2002 2001 Interest income: Federally insured student loans $1,813,368 $2,111,463 $2,463,789 Private credit student loans 307,477 338,591 324,276 Academic facilities financings and other loans 76,740 96,025 125,540 Investments 150,690 87,889 344,373 Total interest income 2,348,275 2,633,968 3,257,978 Interest expense 1,021,906 1,209,501 2,132,071 Net interest income 1,326,369 1,424,467 1,125,907 Less: provision for losses 147,480 116,624 65,991 Net interest income after provision for losses 1,178,889 1,307,843 1,059,916 Other income: Gains on student loan securitizations 744,289 337,924 75,199 Servicing and securitization revenue 666,409 838,609 754,837 Derivative market value adjustment (237,815) (1,082,100) (1,005,533) Guarantor servicing fees 128,189 106,172 112,160 Debt management fees 258,544 185,881 120,923 Other 252,335 218,842 207,540 Total other income 1,811,951 605,328 265,126 Operating expenses 807,871 689,772 707,654 Income before income taxes, minority interest in net earnings of subsidiary and cumulative effect of accounting change 2,182,969 1,223,399 617,388 Income taxes 779,380 431,403 223,322 Minority interest in net earnings of subsidiary — — 10,070 Income before cumulative effect of accounting change 1,403,589 791,996 383,996 Cumulative effect of accounting change 129,971 — — 1,533,560 791,996 383,996 NET INCOME Preferred stock dividends 11,501 11,501 11,501 Net income attributable to common stock $1,522,059 $ 780,495 $ 372,495 Basic earnings per common share: Before cumulative effect of accounting change $ 3.08 $ 1.69 $ .78 Cumulative effect of accounting change .29 — — BASIC EARNINGS PER COMMON SHARE, AFTER CUMULATIVE EFFECT $ 3.37 $ 1.69 $ .78 OF ACCOUNTING CHANGE Average common shares outstanding 452,037 462,294 477,233 Diluted earnings per common share: Before cumulative effect of accounting change $ 3.01 $ 1.64 $ .76 Cumulative effect of accounting change .28 — — DILUTED EARNINGS PER COMMON SHARE, AFTER CUMULATIVE EFFECT $ 3.29 $ 1.64 $ .76 OF ACCOUNTING CHANGE Average common and common equivalent shares outstanding 463,335 474,520 490,199 $ .59 $ .28 $ .24 DIVIDENDS PER COMMON SHARE The financial statements should be read in conjunction with the financial statements and notes thereto included in the Company’s Form 10-K filed with the Securities and Exchange Commission. 17
  20. 20. Pro Forma “Core Cash”(1) Consolidated Statements of Income YEARS ENDED DECEMBER 31, (Dollars in thousands) 2003 2002 2001 (UNAUDITED) (UNAUDITED) (UNAUDITED) Managed interest income: Managed federally insured student loans $2,666,416 $2,864,215 $4,000,347 Managed private credit student loans 426,456 346,237 324,276 Academic facilities financings and other loans 76,740 96,025 125,540 Investments 163,208 87,577 342,979 Total managed interest income 3,332,820 3,394,054 4,793,142 Managed interest expense 1,680,873 2,035,274 3,521,985 Net managed interest income 1,651,947 1,358,780 1,271,157 Less: provision for losses 130,138 130,869 89,145 Net managed interest income after provision for losses 1,521,809 1,227,911 1,182,012 Other income: Guarantor servicing fees 128,189 106,172 112,160 Debt management fees 258,544 185,881 120,923 Other 257,322 210,739 222,095 Total other income 644,055 502,792 455,178 Operating expenses 780,961 663,487 660,555 Income before income taxes and minority interest in net earnings of subsidiary 1,384,903 1,067,216 976,635 Income taxes 459,021 376,893 342,553 Minority interest in net earnings of subsidiary — — 10,070 925,882 690,323 624,012 “CORE CASH” NET INCOME Preferred stock dividends 11,501 11,501 11,501 “Core cash” net income attributable to common stock $ 914,381 $ 678,822 $ 612,511 Reconciliation of GAAP Net Income to “Core Cash”(1) Net Income YEARS ENDED DECEMBER 31, (Dollars in thousands) 2003 2002 2001 (UNAUDITED) (UNAUDITED) (UNAUDITED) $1,533,560 $ 791,996 $ 383,996 GAAP NET INCOME “Core cash” adjustments: Net impact of securitization accounting (306,789) (282,226) (79,987) Net impact of derivative accounting (502,339) 199,994 460,545 Net impact of floor income (22,897) (92,280) (84,442) Amortization of acquired intangibles and other 33,959 18,329 63,131 Total “core cash” adjustments before income taxes and cumulative effect of accounting change (798,066) (156,183) 359,247 Net tax effect (2) 320,359 54,510 (119,231) Total “core cash” adjustments before cumulative effect of accounting change (477,707) (101,673) 240,016 Cumulative effect of accounting change (129,971) — — Total “core cash” adjustments (607,678) (101,673) 240,016 $ 925,882 $ 690,323 $ 624,012 “CORE CASH” NET INCOME (1) Please see the definition of “core cash” under Selected Financial Data on page 19. (2) Such tax effect is generally based upon the Company’s marginal tax rate for the respective period. The net tax effect excludes the impact of disallowed losses on equity forward contracts and income tax expense attributed to the residual interests in the securitized loans. The financial statements should be read in conjunction with the financial statements and notes thereto included in the Company’s Form 10-K filed with the Securities and Exchange Commission. 18
  21. 21. Selected Financial Data 1999 – 2003 The following table sets forth selected financial and other operating information of the Company. The selected financial data in the following table should be read in conjunction with the “Management’s Discussion and Analysis of Financial Condition and Results of Operations” included in the Company’s Form 10-K to the Securities and Exchange Commission. (Dollars in millions, except per share amounts) 2003 2002 2001 2000 1999 OPERATING DATA: Net interest income $ 1,326 $ 1,425 $ 1,126 $ 642 $ 694 Net income 1,534 792 384 465 501 Basic earnings per common share, before cumulative effect of accounting change 3.08 1.69 .78 .95 1.04 Basic earnings per common share, after cumulative effect of accounting change 3.37 1.69 .78 .95 1.04 Diluted earnings per common share, before cumulative effect of accounting change 3.01 1.64 .76 .92 1.02 Diluted earnings per common share, after cumulative effect of accounting change 3.29 1.64 .76 .92 1.02 Dividends per common share .59 .28 .24 .22 .20 Return on common stockholders’ equity 66% 46% 30% 49% 78% Net interest margin 2.54 2.92 2.33 1.52 1.85 Return on assets 2.91 1.60 .78 1.06 1.28 Dividend payout ratio 18 17 32 24 20 Average equity/average assets 4.19 3.44 2.66 2.34 1.59 BALANCE SHEET DATA: Student loans, net $50,048 $42,339 $41,001 $37,647 $33,809 Total assets 64,611 53,175 52,874 48,792 44,025 Total borrowings 58,543 47,861 48,350 45,375 41,988 Stockholders’ equity 2,630 1,998 1,672 1,415 841 Book value per common share 5.51 4.00 3.23 2.54 1.43 OTHER DATA: Off-balance sheet securitized student loans, net $38,742 $35,785 $30,725 $29,868 $19,467 PRO-FORMA “CORE CASH”(1) RESULTS (UNAUDITED): Net interest income $ 1,652 $ 1,359 $ 1,271 $ 1,039 $ 927 Net income 926 690 624 492 405 Diluted earnings per common share 1.97 1.43 1.25 .98 .83 Net interest margin 1.80% 1.68% 1.62% 1.53% 1.68% Return on assets 1.00 .84 .78 .71 .71 (1) In addition to evaluating the Company’s GAAP-based financial information, management, credit rating agencies, lenders and analysts also evaluate the Company on certain non-GAAP performance measures that the Company refers to as “core cash” measures. While “core cash” measures are not a substitute for reported results under GAAP, the Company relies on “core cash” measures in operating its business because the Company believes the “core cash” measures provide additional information on operational and performance indicators that are most closely assessed by management. The Company reports pro forma “core cash” measures, which are the primary financial performance measure used by management not only in developing the financial plans and tracking results, but also in establishing corporate performance targets and determining incentive compensation. Management also relies on several other non-GAAP performance measures related to “core cash” measures to evaluate the Company’s performance. The Company’s “core cash” measures are not defined terms within GAAP and may not be comparable to similarly titled measures reported by other companies. “Core cash” measures reflect only current period adjustments to GAAP as described below. Accordingly, the Company’s “core cash” measures presentation does not represent another comprehensive basis of accounting. A more detailed discussion of the differences between GAAP and “core cash” measures calculations follows. Securitization: Under GAAP, certain securitization transactions are accounted for as sales of assets. Under “core cash”measures, the Company presents all securitization transactions as long-term non-recourse financings. The upfront “gains” on sale from securitization as well as ongoing “servicing and securitization revenue” presented by GAAP are excluded from “core cash” measures, and replaced by the interest income, provision for loan losses, and interest expense as they are earned or incurred on the securitized loans. Floor Income: The timing and amount (if any) of floor income earned is uncertain and in excess of expected spreads and, therefore, the Company excludes such income when it is not economically hedged from “core cash” measures. The Company employs derivatives, primarily floor income contracts and futures, to economically hedge floor income. These derivatives do not qualify as effective accounting hedges and, therefore, are marked-to-market through the derivative market value adjustment. For “core cash” measures, the Company reverses the fair value adjustments on the floor income contracts and includes the amortization of net premiums received in income. Since the Company excludes floor income that is not economically hedged, it also excludes net settlements on derivative contracts, the amortization of certain derivative gains and losses and gains and losses on sales of securities that were economically hedging floor income. Derivative Accounting: “Core cash” measures exclude the periodic unrealized gains and losses caused by the one-sided mark-to-market derivative valuations prescribed by GAAP’s Statement of Financial Accounting Standard No. 133, “Accounting for Derivative Instruments and Hedging Activities” (SFAS No. 133), and recognize the economic effect of these hedges, which results in any cash paid or received being recognized ratably as an expense or revenue over the hedged item’s life. The Company also excludes the gain or loss on equity forward contracts including the gain recorded upon the adoption of Statement of Financial Accounting Standard No. 150, “Accounting for Certain Financial Instruments with Characteristics of both Liabilities and Equity,” that was recorded as a “cumulative effect of accounting change.” Other items: “Core cash” measures exclude certain transactions that are not considered part of the Company’s core business including the amortization of acquired intangibles, as well as gains and losses on certain sales of securities. 19
  22. 22. SLM Corporation Officers and Directors Left to Right: A. Alexander Porter Jr., Wolfgang Schoellkopf, Ronald F. Hunt, Diane Suitt Gilleland, Earl A. Goode, Albert L. Lord, Edward A. Fox, Thomas J. Fitzpatrick, Steven L. Shapiro, Ann Torre Grant, Charles L. Daley, Benjamin J. Lambert III, Barry L. Williams, William M. Diefenderfer III. Not pictured: Barry A. Munitz. SLM Corporation Board of Directors Edward A. Fox William M. Diefenderfer III* Earl A. Goode Barry A. Munitz Barry L. Williams Chairman Vice Chairman & Co-founder Chairman President & CEO President enumerate Solutions, Inc. Indiana Sports Corporation The J. Paul Getty Trust Williams Pacific Ventures, Inc. Albert L. Lord* Vice Chairman & CEO Thomas J. Fitzpatrick Ann Torre Grant Wolfgang Schoellkopf President & COO Strategic & Managing Director A. Alexander Porter Jr. Financial Consultant Lykos Capital Management, LLC Lead Independent Director Diane Suitt Gilleland Visiting Associate Professor in Ronald F. Hunt* Steven L. Shapiro Charles L. Daley Higher Education Attorney Certified Public Director, Executive Vice University of Arkansas, Accountant & Personal President & Secretary Benjamin J. Lambert III Little Rock Financial Specialist TEB Associates, Inc. Senator Alloy, Silverstein, Shapiro, * Also serves as Director on the Commonwealth of Virginia Adams, Mulford, Cicalese, Student Loan Marketing Wilson & Co. Association’s (GSE) Board. Student Loan Marketing Association Board of Directors CHAIRMAN William M. Diefenderfer III Dennis E. Logue Richard J. Ramsden Randolph H. Waterfield Jr. Duane W. Acklie† Vice Chairman & Co-founder Dean Consultant Certified Public Accountant Chairman enumerate Solutions, Inc. Michael F. Price School & Accounting Consultant Michelle M. Ridge† Crete Carrier Corp. of Business Kathleen MacLellen Gregg† Director Pat Williams University of Oklahoma VICE CHAIRMAN Director Strategic Development for Senior Fellow Ronald F. Hunt New Hampshire Task Force Albert L. Lord Community Prevention Center for the Rocky Attorney on Child Neglect & Abuse Vice Chairman & CEO Planning Mountain West SLM Corporation The Channing Bete Company University of Montana Eloise Anderson† Catherine L. Hanaway Cory T. Shade† Director, Program for Attorney Marie V. McDemmond the American Family Speaker, Missouri House President Attorney The Claremont Institute of Representatives Norfolk State University Kenneth A. Shaw John T. Casteen Ronald A. Homer J. Bonnie Newman Chancellor & President President CEO Executive Dean Syracuse University University of Virginia Access Capital Strategies, LLC John F. Kennedy School Sara Martinez Tucker† of Government Jeannemarie Devolites† James C. Lintzenich President & CEO Harvard University Member Certified Public Accountant Hispanic Scholarship Fund † Presidential appointees Virginia State Senate Sallie Mae Executive Management Albert L. Lord C.E. Andrews Robert R. Levine John F. Remondi Vice Chairman & CEO Executive Vice President, Executive Vice President, Executive Vice President, Accounting & Risk Servicing Finance Thomas J. Fitzpatrick Management President & COO June M. McCormack John F. Whorley Jr. Marianne M. Keler Executive Vice President, Executive Vice President, Executive Vice President Guarantor Services & Debt Management & General Counsel Sales Marketing Operations 20
  23. 23. Price Range of Common Stock Corporate Information SLM Corporation common stock trades on the New York Stock Exchange Sallie Mae Headquarters under the symbol SLM. The following table sets forth the high and low sale 11600 Sallie Mae Drive prices for the Company’s common stock for each full quarterly period in the Reston, VA 20193 www.salliemae.com two most recent fiscal years: Investor Relations Common Stock Prices Steve McGarry 1ST 2ND 3RD 4TH Managing Director QUARTER QUARTER QUARTER QUARTER 703-810-7746 2003 High $37.72 $42.92 $42.42 $40.11 By facsimile: 703-810-5074 Low 33.73 36.32 37.88 35.70 Corporate Secretary 2002 High $33.08 $33.28 $33.02 $35.65 Mary F. Eure Low 25.67 30.10 26.58 30.87 Vice President 703-810-7785 The Company paid regular quarterly dividends of $.07 per share on the com- By facsimile: 703-810-6005 mon stock for the first three quarters of 2002, $.08 for the fourth quarter of Stock Transfer Agent 2002 and the first quarter of 2003 and $.17 for the last three quarters of The Bank of New York 2003 and for the first quarter of 2004. Shareholder Relations P.O. Box 11258 In May 2003, the Company announced a three-for-one stock split of the Church Street Station Company’s common stock to be effected in the form of a stock dividend. New York, NY 10286-1258 The additional shares were distributed in June 2003. All share and per share 800-524-4458 www.stockbny.com amounts presented have been retroactively restated for the stock split. Stockholders’ equity has been restated to give retroactive recognition to the Independent Public Accountants stock split for all periods presented, by reclassifying from additional paid-in- Pricewaterhouse Coopers LLP capital to common stock, the par value of the additional shares issued as a McLean, VA 22102-3811 www.pwc.com result of the stock split. SLM Corporation Annual Meeting The annual meeting of shareholders will be held on Thursday, May 13, 2004, at 11:00 a.m. EDT, at the Sallie Mae headquarters office, 11600 Sallie Mae Drive, Reston, VA 20193. The Company’s 2003 Form 10-K, as filed with the Securities and Exchange Commission, has been mailed to shareholders of record as of March 15, 2004, together with this Annual Report. Shareholders also may obtain without charge a copy of the Company’s 2003 Form 10-K by writing to the Investor Relations department or by visiting our Web site at www.salliemae.com. The Form 10-K includes, among other things, the following items: • Management’s discussion and analysis of financial condition and results of operations. • Financial statements and the related notes, including consolidated, audited balance sheets as of December 31, 2003 and 2002, and consolidated, audited statements of income, changes in stockholders’ equity and cash flows, for the fiscal years ended December 31, 2001–2003. • A description of the Company’s business. Design: www.vivodesign.com © Sallie Mae 2004 Cov3
  24. 24. SLM Corporation 11600 Sallie Mae Drive Reston, Virginia 20193 www.salliemae.com

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